Framework de transformação digital para empresas públicas

Abstract

Digital transformation (DT) has been pointed out as a great promoter of the evolution of contemporary organizations. However, there are several challenges to consider, from the proper use of information and communication technologies, through the resilience and cultural change of employees to changes in the paths of value creation and strategic responses of organizations. Similarly, for state-owned enterprises, the result is a potential increase in efficiency and effectiveness, productivity, as well as social impact in improving citizen satisfaction. This doctoral research aims to develop and validate a digital transformation framework specific to the characteristics of public companies. To this end, an exploratory research was carried out, with qualitative and quantitative characteristics about the main models and criteria of DT. At the end of the systematic review of the literature, four models were taken as the basis for the elaboration of the DT framework adapted to public companies, idealized in this thesis. The framework created was evaluated and validated in two phases, through the application of questionnaires. In phase 1, the framework was examined in an ideal scenario, by means of a committee of experts with nine professors with PhDs and researchers in DT in public organizations, resulting in a new framework consolidated in this initial phase. Subsequently, in phase 2, the framework was validated in a real scenario, from 65 professionals and managers from 40 different public companies involved in the DT of organizations at the federal, state and municipal levels. Thus, the validation of the definitive TD framework in public companies was achieved. As a result, the validated state-specific DT framework presents eight dimensions and their respective criteria, namely: 'Use of digital technologies' (6 analysis criteria), 'Disruptions/Motivations/Pressures' (7), 'Strategic responses' (3), 'Changes in public value creation pathways' (5), 'Organizational changes' (8), 'Organizational barriers' (4), 'Positive impacts' (2) and 'Negative impacts' (4). The validated framework contributes to the better understanding of academic researchers about the DT phenomenon in the specific context of public companies, notably by exposing a set of key dimensions and respective criteria for conducting analyses of cause and effect relationships of digital transformation in this type of organization. In addition, the practical contributions of this research are also highlighted, which focus on the possibility of application by professionals and managers of public companies in the real business environment. From the double validation of the DT framework in public organizations carried out by researchers and professionals working on this topic, the contribution and usefulness of the construct developed for the Academy and for professionals and managers of public companies is concluded.